Children's Home, Residential special school run by Hopscotch Solutions Limited in Rutland

Unique reference number SC065071 Inspection date 08/03/2013 Inspector Suzanne Hogben Type of inspection Interim Provision subtype Children's home

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Date of last inspection 04/07/2012 Website: www.ofsted.gov.uk

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Brief description of the service

This is a privately owned residential special school that provides care and education to young people diagnosed with an autistic spectrum disorder. The school cares for children for more than 295 days each year, therefore is registered as a children’s home. The home can accommodate up to 11 young people.

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The inspection judgements and what they mean

Good progress The children’s home has demonstrated continued improvement in quality of care and outcomes for children and young people and where appropriate has addressed all requirements and the large majority of recommendations that were raised at the previous inspection. Satisfactory progress The children’s home has maintained quality of care and outcomes for children and young people and where appropriate has addressed all requirements and the majority of recommendations that were raised at the previous inspection. Inadequate progress The children’s home has failed to address one or more requirements and/or has not met the majority of recommendations and/or the quality of care and outcomes for children and young people have declined since the last full inspection.

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Progress

Since their previous inspection the service is judged to be making good progress .

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Progress

At the last inspection this home was judged as outstanding with one requirement and two recommendations set to further improve the service. The home demonstrates continued improvement in the quality of care and there is a clear focus on improving outcomes for young people. The Registered manager has suitably addressed all the requirements and recommendations raised at the previous inspection.

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Progress

The Registered Manager ensures that close attention is paid to the management of notifications of serious incidents to appropriate authorities. All staff are aware of the importance of informing managers of incidents of concern. In addition the manager has revised the home’s Statement of Purpose and this now contains the structure of the staff team. As a result placing authorities are aware of who is caring for young people and lines of responsibility.

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Progress

There have been several improvements to the bedrooms of young people in the home. New bedrooms in an annexe to the home have allowed more space in the main building. Young people have benefited from this with the addition of a larger ‘chill-room’ which young people use as a means of controlling their own behaviour on occasions. Those young people who have moved rooms have been able to design and plan the decoration of their rooms. Each bedroom door has new locks fitted which allows young people to have privacy if needed but also allows staff to safeguard them by entering the room if necessary. The home is decorated to a high standard and young people enjoy living there.

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Progress

To ensure the effective monitoring of the service, the Registered Manager has been proactive in developing a new staffing structure, which is now in place. The new system promotes the development of a strong management team which ensures that the quality of care offered to young people is consistently of a high standard and is regularly monitored and evaluated. Two new managers with considerable experience in dealing with young people with complex needs are central to this monitoring. This constant evaluation of practice and support to staff means that young people are able to have confidence in the staff that support them. The manager reviews the care provided on a monthly basis and reports are thorough and evaluative. However, there is a shortfall because these reports are not forwarded to Her Majesty’s Chief Inspector twice yearly, as stated in regulations.

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Progress

Team meetings and supervision are effective in supporting this work and there is evidence of significant progress in the knowledge base of staff. Training is a priority and the manager has been effective in increasing the training of staff in behaviour management and intervention. Staff use physical intervention as a last resort and have worked hard with young people to reduce this even more. Extra training in de– escalation techniques has seen a noticeable reduction in the need for intervention. Staff develop positive and strong relationships with young people who themselves enjoy doing activities with staff. One young person commented he wanted to stay at the home because he feels supported and ‘because I like the (the home).’

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Progress

Staff are encouraged to see challenging behaviour as a way that young people sometimes express themselves and try and help them to find different ways to respond to situations. One member of staff commented, ‘those young people who have little or no verbal communication especially, when they hit out aren’t trying to hurt you, they are trying to tell you something.’ Staff feel more confident and are better able to meet young people’s needs safely and appropriately because of this knowledge and understanding of young people. One young person has seen a reduction in physical interventions from five a month to none over the last two months. This is a significant measureable outcome for him.

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Progress

The staff in this home work hard to encourage young people, whatever their needs may be, to participate fully in their own care planning. Young people are able to clearly express their views and feel confident that staff they are communicating with will help them. One young person frequently emails the Registered Manager or other managers requesting things for the home or for himself. The staff are strong advocates for young people. An example of this is some excellent work with one young person who wished to challenge a part of his care plan with a placing authority. One young person was able to tell a placing authority, ‘things like this get on my mind and I start to get really worried and anxious.’ Through emails and phone calls made by the young person, all supported by key workers, this issue has been resolved. Young people make excellent progress in the development of their self- worth and confidence.

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Progress

The manager has a detailed development plan. Reviewed regularly, it contains information gained from the evaluation and information in the managers’ monthly reports. Staff are encouraged to play a part in the development of the plan. Young people feel safe and are safe in this home. They continue to experience a high level of quality care, delivered by dedicated, well trained staff. As a result all young people are making noticeable progress in relation to their starting point and some make exceptional progress.

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Statutory Requirements

This section sets out the actions which must be taken so that the registered person/s meets the Care Standards Act 2000, Children's Homes Regulations 2001 and the National Minimum Standards. The registered person(s) must comply with the given timescales.

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Reg. Requirement Due date

(2001) ensure that the Registered Manager supply to the HMCI a report in respect of any review conducted by him for the purposes of paragraph (1). This is with regard to submitting Regulation 34 reports at six-monthly intervals (Regulation 34(2)) 12/04/2013

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About this inspection

The purpose of this inspection is to assure children and young people, parents, the public, local authorities and government of the quality and standard of the service provided. The inspection was carried out under the Care Standards Act 2000 to assess the effectiveness of the service and to consider how well it complies with the relevant regulations and meets the national minimum standards.

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About this inspection

The report details the progress made by the provider since the last full inspection, identifies any further strengths, any areas for improvement and makes judgements as outlined in the Inspection of children’s homes – framework for inspection.

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